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Crisis Management:One Size Does Not Fit All

Todd JenkinsSr. Loss Prevention Security SpecialistCracker Barrel Old Country Store, Inc.

Introduction

Cracker Barrel

Company Overview

• 70k + employees

• 600 + stores – 42 States

• 1 Corporate Office – Lebanon, TN

• 1 Distribution Center – Lebanon, TN

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Obvious Vulnerabilities

Shortly after 9-11, Cracker Barrel realized our vulnerabilities:

1. Distribution Center

2. Information Technology

3. Aviation

4. Corporate Office

Recommendation: Start small and build

Challenges

Loss Prevention was tasked with completing the Crisis Management plan

Early Challenges

• No Budget – ZERO $

• Lack of knowledge

• Lack of united leadership or “buy in” =

• Lack of departmental participation

• Scope of the plan – Keep it Broad

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Core Team StructureIt is critical to establish a Core Team to lead the organization’s Crisis

Management plan. You must clearly define the roles and responsibilities of each team member.

Cracker Barrel’s Core Team

1. Chief Legal Officer2. Human Resources3. Risk Management4. Loss Prevention5. Media Relations6. Operations7. Facility Services8. Information Technology

Recommendation: Develop an Organizational Chart detailing the reporting structure.

Department Critical Functions

The Crisis Manager is not responsible for

determining the critical functions for each department.

Department Critical Functions

Spreadsheet.xls

CRITICAL FUNCTIONS

Documents, records, forms, If the system(s) is not

List functions that must supplies, etc. needed to System(s) and equipment, available, how can the task

be restored within 7 days. complete the task. needed to complete task. be completed?

NECESSARY FUNCTIONS

Documents, records, forms, If the system(s) is not

List functions that must supplies, etc. needed to System(s) and equipment, available, how can the task

be restored within 7 days. complete the task. needed to complete task. be completed?

STANDARD FUNCTIONS

List functions that must Documents, records, forms, If the system(s) is not

be restored however supplies, etc. needed to System(s) and equipment, available, how can the task

can wait at least 30 days complete the task. needed to complete task. be completed?

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Crisis Management Flow Charts

Disaster Impact Notification Flow Chart.doc

Disaster Response Phase Flow Chart.doc

Crisis Management - Scenario Gantt Charts.doc

Departmental Roles

• We developed an overview of each department’s role during the crisis.

• Develop roles for each department. A checklist format is typically preferred.

Departmental Roles.doc

Recommendation: Keep the overview brief

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Test the Plan

Test the Plan.wmv

Test the PlanMock Table Top Exercise

Things to consider when planning the exercise:

1. How long do you want the exercise to last?2. How much/what portion of the plan do you

want to test?3. Who needs to be involved?4. Choose a “realistic” crisis?5. You will need evaluators

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Test the Plan Distribution Center

Test the Plan Distribution Center

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Mock Table Top Exercise

Post Exercise Evaluation

1. Open and honest critique

2. Define weaknesses in the plan

3. Recommendations to improve the plan

4. Make necessary changes

5. Re-test the plan

Test the Plan - Aviation

Table Top Exercise

Evaluator Checklist

Mock Aviation Emergency Response Table Top Exercise.doc

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Crisis HotlineWe wanted a system for our stores to

communicate critical incidents to our crisis team quickly and efficiently.

Benefits• Immediate notification of crisis• Crisis Team can control the response from a

central locationChallenges• Budget restraints• Limited time to implement

Crisis Hotline Flow Chart

Crisis Hotline Communication Flowchart.doc

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Crisis Management:One Size Does Not Fit All

THANK YOU!!

Todd Jenkins

Sr. Loss Prevention Security Specialist

Cracker Barrel Old Country Store, Inc.

FEMA’s Private Sector Coordination During Crisis

Lori RiveraFEMA Private Sector Division

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Whole Community Approach“There's no way government can solve the

challenges of a disaster with a government-centric approach. It takes the whole team. And the private sector provides the bulk of the services every

day in the community.”

– Craig Fugate, FEMA Administrator

Private Sector Coordination

• National Response Coordination Center

• 10 Regional Liaisons• Field Operations

• Situational Awareness• Troubleshooting • Synchronized efforts

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Joplin, Missouri• Deadliest and most

destructive single tornado in the U.S. in more than 60 years

• Two retail areas impacted and 400 businesses

Retail Issues Resolved

• Access

• Debris

• Curfew

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Hurricane Irene

• Maine

• New Hampshire

• Vermont

• Massachusetts

• Connecticut

• Rhode Island

• Pennsylvania

• New Jersey

• New York

• Virginia

ME

NH

VT

MAC

T

NY

NJ

PA

MD

DE

VA

WV

GA

SC

NC

FL

PR/USVI

Impacted States and Territories

• West Virginia

• Maryland

• Washington D.C.

• North Carolina

• South Carolina

• Georgia

• Florida

• Virgin Islands

• Puerto Rico

Working as a TeamFEMA shared data feeds, situation reports, advisories and other info with private sector

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Working as a TeamPrivate sector helped inform government planning and decision-making with information on plans, actions and store status before and after the storm.

Resources• Disaster Advisories

• Steady state updates

• FEMA daily operational reports

Subscribe by e-mailing Lori.rivera@dhs.gov

• One-Shopping Website –

www.fema.gov/privatesector

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Downloadable Tabletop Exercises

www.fema.gov/

privatesector

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NM

TXLA

OK AR

KY

FL

GAALMS

TNNC

SC

WV

PA

VAMD

DE

DC

CT

ME

MA

NHVT

RINY

NJ Puerto RicoVirgin Islands

GuamAmerican SamoaU.S. Trust Territory of the Pacific Islands

CA

NV

AZHI

NE

KS

IA

MO

SD

NDMT

UT

WY

CO

IL

MI

INOH

MNWI

WA

IDOR

AK

X VIII

IXVII

VI

V

IV

III

II

I

Bruce Brodoff(617) 956-7517Bruce.brodoff@fema.gov

Terry Winters(212) 680-0000Terence.Winters@fema.gov

Maria Davila(305) 762-8279Maria.Davila@fema.gov

Phil Strouse (770) 220-5249 Philip.Strouse@fema.gov

Kimberly Phillips(312) 408-4413Kimberly.L.Phillips@fema.gov

Stephanie Pyle(215) 931-5654Stephanie.Pyle@fema.gov

Winston Barton(940) 898-5525Winston.Barton@fema.gov

Scott Weinberg(816) 283-7536Jonathan.Weinberg@fema.gov

Michael Cummings(510) 627-7220Michael.Cummings@fema.gov

Lucianne Phillips(425) 487-2104Lucianne.Phillips@fema.gov

Megan Floyd(303)235-4638Megan.F.Floyd@fema.gov

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Regional Liaisons

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Call to Action

Be a Private Sector RepresentativeMentor a small business Inform SurvivorsShare Operational DataPledge to Prepare

Join the growing number of retailers partnering with us to make a difference!

DISCUSSION